Get Better at Problem Solving

At a recent team retreat, a client said something that rang true for others in the room:

When there is a problem at work, I know it. I can even feel it, and I know something needs to change. If it’s small, I can probably figure it out. But big problems, I often get stuck. Sometimes, I go to my boss to report it but it can sound like I’m complaining. I don’t always know the best next step when a big problem comes up.

One of the most common gaps teams face is a process for problem-solving—which is exactly what this client was referring to. Using a framework to solve problems help teams and individuals not only get unstuck, but also solve their problems faster and better.

Katie Best’s SOLVE Framework is a personal favorite. I’ve used it to coach myself through thorny issues and the teams I work with appreciate the structure it provides. This framework is derived from Best’s leadership research and practice and it offers a reliable, evidence-based approach to problem-solving.  

But why use a framework at all?

Advantages of Structured Problem-Solving

Research has shown that using a framework leads to higher-quality solutions and improved outcomes. Frameworks offer a clear pathway: you can quickly move from overwhelm to focus, generate a range of options, and progress through implementation and reflection.

I say this to teams frequently: a well-designed process reduces stress, limits decision fatigue, and can make problem-solving productive and satisfying. This framework stands out for its simplicity and ability to apply it regardless of circumstances. It works for routine challenges and for higher stakes issues. 

Overview of the SOLVE Framework

The SOLVE Framework, developed by Katie Best and described in her book, The Ten Toughest Leadership Problems, provides a practical roadmap anchored in organizational psychology and coaching science. Its five stages include:

• State the problem

• Open the box (explore causes)

• Look at options

• Venture forth (implement)

• Elevate your learning (reflect)

Each stage is crafted to foster insight and actionable progress. There’s no “getting stuck” when using this framework.

The Five Stages in Practice

State the Problem

Defining a problem succinctly is vital for effective resolution. Scholars note that issues often remain unresolved due to poor articulation and lack of clarity. Best recommends condensing the challenge into one or two sentences, clarifying its nature and immediate impact.

For example, instead of stating, “My team isn’t performing,” a clearer definition might be, “My team is missing project deadlines due to unclear roles and expectations.”

Open the Box

This phase involves exploring underlying factors, unexamined assumptions, and potential blind spots that contribute to the challenge. It is a critical moment for gaining new perspectives, questioning established routines, and acknowledging constraints. For example, when investigating poor performance, professionals might look at workload allocation, skill gaps, or even external distractions that influence productivity.

Look at Options

A deliberate search for alternatives is supported by creativity research and organizational studies. Best encourages listing all possible responses, both conventional and unconventional, before evaluating their viability. In the performance example, potential solutions might include role clarification, enhanced training, or changing work processes.

Venture Forth

The chosen plan must be implemented mindfully and iteratively, as highlighted in management and leadership literature. Commencing with small-scale pilots or initial steps helps professionals manage risk and encourages adaptation if circumstances change. Tracking results and remaining flexible are essential for sustained progress.

Elevate Your Learning

Reflection transforms experience into lasting growth. In this stage, users analyze what succeeded, what failed, and how the lessons can be generalized or shared. Best suggests asking: What worked? Where did obstacles arise? What new skills emerged? How can these insights apply to future challenges?

Example of Application

Here is a real example of how a manager has applied this framework. We’ll call her Anne (not her real name.)

Ann is responsible for launching a new initiative at work and is noticing her team is resisting the change. They are disengaged in meetings or become argumentative.  After having some candid conversations, Ann can initiate the framework:

1. State the Problem: Staff are reluctant to embrace the change due to a fear of losing their job.

2. Open the Box: Anne seeks to understand why staff believe this even though there is no plan for reducing staff positions. Anne uncovers that unproductive gossip and inadequate communication about the new initiative are the root causes of these beliefs.

3. Look at Options: Anne asks the team what would help them feel more certain and comfortable about the upcoming change. Options are identified such as weekly newsletters, making project plans available for review, and conducting Q&A sessions at the monthly town hall meetings.

4. Venture Forth: Anne suggests the team select one option to test out. They vote and select the Q&A sessions at monthly town hall meetings.

5. Elevate Your Learning: After the first town hall, Anne goes back to the team to debrief how it went. They identify what went well and what they will do to improve the next one. They agree to do a debrief after each meeting to ensure communication about the initiative stays on track.

Implementation Tips

The SOLVE Framework is most effective when applied consistently and with intent. Reminders are often needed to create the routines needed to use the framework well. One client shared that they have “SOLVE” written on a sticky note near their laptop as a reminder. Another shared they wrote “What problem are you trying to solve?” on their office white board. This directs their focus and initiates the framework with that one question.

As you implement the framework over time, you’re likely to experience stronger decision making, improved adaptability, and a culture of proactive problem solving.

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Until next time!

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 Amy Drader is a management consultant and credentialed coach with over 20 years’ experience in HR and operations. She knows first-hand the joys and challenges of leading people and is dedicated to helping managers and teams advance their performance. She is the owner of Growth Partners Consulting, a boutique leadership and team development consulting firm that provides customized training and coaching.